Gender in value chains

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A g ri -P ro F o cu s Le a rn in g N e tw o rk | G e n d e r in V a lu e C h a in s

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Gender in

value chains

Practical toolkit to integrate a gender perspective

in agricultural value chain development

The toolkit was developed by Angelica Senders of Fair & Sustainable Advisory Services, Anna Lentink of Triodos Facet, Mieke Vanderschaeghe, independent consultant, and Jacqueline Terrillon, coach of the gender in value chains coaching track of Agri-ProFocus in Uganda with support of Roel Snelder of Agri-ProFocus.

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A g ri -P ro F o cu s L e a rn in g N e tw o rk | G e n d e r in V a lu e C h a in s

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4.4 Business Development Service Providers 120

Tool 4.4a Analyzing services from a gender perspective 120

Tool 4.4b The value chain game 123

Tool 4.4c A mini-market study 127

Tool 4.4dInput management in the production cycle 131

Tool 4.4e Costing and Pricing 136

4.5 Financial Service Providers 142

Tool 4.5a Knowing the financial system and how it might fail women 142 Tool 4.5b Agri-market research tool for financial service providers: Gendered Agricultural

Calendar 148

Tool 4.5c Managing your money 153

4.6 Development Organizations 161

Tool 4.6 Gender Organizational Scan of a partner organization 161 Annex 1 Tool 4.6 Gender organizational scan of a Client/ Partner Organization 163

5. Monitoring & Evaluation 167

Tool 5.1a Costs and benefits of VC-upgrading strategy for men and women 167 Tool 5.1b Gender and Value Chain Empowerment Diamond 172 Annex 1 Tool 5.1b Women in the soya value chain in Ethiopia 177

Tool . Co pa iso of the fi e di e sio s of e s a d o e s e po e e t 178

Tool 5.1d Documenting and learning from experiences: how to build a case study 184

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4 Introduction

1. This toolkit

Objective

This toolkit intends to motivate and help practitioners in integrating a gender perspective in agricultural value chain development, by providing practical tools for all stages of the value chain intervention. It is the second and adjusted version of an earlier Gender in Value Chain Toolkit published by Agri-ProFocus in September 2012. This version is adjusted based on experiences in using the first toolkit in Agri-ProFocus gender in value chain coaching tracks in Eastern Africa. The chapter on intervention strategies is complemented and contains many interesting and practical tools and approaches ready for use by you as a practitioner.

The toolkit provides an overview of material available on gender and value chains. The tools are selected from manuals produced by USAID, SNV, GIZ, ILO, CARE and other organizations in the Agri-P oFo us Ge de i Value Chai s et o k. Most resources can be found on the World Wide Web; links can be found on the resources page of the online version of the toolkit. The Gender in Value Chains Practical Toolkit that you are currently holding is closely linked to another publication that resulted from collaboration within the Agri-ProFocus Gender in Value

Chai s et o k, a el Challe gi g Chai s to Cha ge: Ge de E uit i Ag icultural Value

Chai De elop e t (2012). This publication was produced by the Royal Tropical Institute (KIT) in cooperation with IIRR and Agri-ProFocus and sponsored by ICCO, Hivos, Cordaid and Oxfam Novib.

Target group

Practitioners working with different actors in agricultural value chains.

Practitioners that work with organizations that support or influence agricultural value chains, such as NGOs, knowledge institutions, government, BDS, microfinance organizations.

There are three types of tools:

1. Tools that support data collection and research to gain insight into gender constraints and opportunities within certain value chains.

2. Tools guiding the facilitation of participatory processes in order to involve male and female value chain actors in the different stages of the project.

3. Tools describing an approach, a way of working, combining a variety of interventions.

Sharing

Experiences with the use of the toolkit can be shared via the online platform of the Agri-ProFocus Learning Network on Gender in Value Chains and on the different Agri-ProFocus country platforms. Also, other relevant tools for gender-sensitive value chain development can be shared here.

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5 Content of this toolkit

The introduction provides you with the different arguments to practice gender-sensitive value chain development and presents concepts combining value chain and gender thinking. These are the concepts underlying the tools presented in this book. The toolkit follows the logic of the value chain development project cycle:

1. Context Analysis

This chapter contains tools which can be used to analyze the wider social, cultural and economic context in which value chain interventions will take place. What are the differences in activities of men and women, what resources do they have access to carry out these activities, and do they have a say about the proceeds? How does this vary between the different households? The chapter concludes with an overview of five strategies for gender-sensitive value chain

de elop e t. The st ategies a e take f o the ook Challe gi g Chai s to Cha ge Agri-ProFocus, KIT, IIRR, 2012). The book provides case descriptions for each strategy.

2. Value Chain Selection

Selecting a value chain or sub-sector on superficial observation basis bears the risk of choosing a sector with little potential for either upgrading or achieving gender objectives. This chapter assists you in selecting value chains which have the potential to contribute to

i eased o e e po e e t a d ge de e ualit , hai s that o k fo o e .

3. Value Chain Analysis

In this chapter you will find tools to make women visible in a value chain. The tools in this chapter will help you to get a global gender-sensitive picture of the value chain, the actors involved, their linkages and the percentages of men and women in each chain segment. The tools will assist you in identifying constraints and opportunities for women to participate in the value chain, to analyze the differences in power

(positions) in the value chain governance, and to discover opportunities for women to upgrade their position.

4. Intervention Strategies

This chapter is organized according to different entry-points for value chain upgrading: Households; Producer organizations; Businesses; Business Development Service Providers; Financial Service Providers and Development Organizations. For each entry point a variety of practical interventions is presented.

5. Monitoring & Evaluation

This chapter provides tools to measure the success of your intervention with a specific focus on gender issues. Lessons drawn from this measuring process can serve as an entry point in defining a new, or adjust the old, upgrading strategy.

Downloads

This toolkit is also available in an online version via http://genderinvaluechains.ning.com. The

o li e e sio has a Do loads se tio f o hi h all the tools a e do loaded; pe tool,

per chapter or the whole toolkit at once.

Gender vs. Women

Women are a category of people; gender is the socially constructed difference between women and men. The meaning society gives to the roles of men and women results in certain power relations and dynamics. As a consequence,

i e ualit i people s apa it to

make choices exists. Because women are often lagging behind in this respect, many tools are focused on empowering women.However, in order to change gender relations in society, the input of both men and women is required.

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6 Resources

The resources section lists all resources used. The online version of the toolkit includes links to the resources and toolkits used.

Use

Design your own gender integration process - professional responsibility

This toolkit is not a ready-made recipe to integrate gender into your value chain development project. Rather, it offers a range of tools that could be used at every stage of your intervention. It is up to the practitioner to decide which combination of tools to use.

All tools fit in a process involving different people at different steps.

Most tools describe one step in a process (e.g. the data collection, or the participatory analysis). The design of the other steps in the

process and the involvement of the right mix of people in the different steps is the task of the practitioner.

All tools will have to be contextualized and fit in this process.

It is the responsibility of the practitioner to adjust the tools to his or her specific situation. Open knowledge - Sharing

The toolkit strives to be a low-threshold portal for the value chain practitioner. We believe in the

o ept of ope k o ledge . We a t to ake tools ot o l a aila le a d a essi le ut also adjusta le . The efo e, e e ou age ou to use a d adjust the tools a d to sha e ou

experiences and adjustments with us. We are also interested in other tools you may consider useful. Experiences can be shared via the online platform of the Agri-ProFocus Learning network on Gender in Value Chains.

Acknowledge Agri-ProFocus

In return, Agri-ProFocus would like to be mentioned as source for the material, so that others can also join our growing network.

Credits

The content of this Toolkit has been developed by Angelica Senders of Fair & Sustainable Advisory Services, Anna Lentink of Triodos Facet, Mieke Vanderschaeghe, independent consultant, and Jacqueline Terrillon, coach of the gender in value chains coaching track of Agri-ProFocus in Uganda with support of Roel

Snelder of Agri-ProFocus Netherlands

The tools are taken from manuals produced by practitioners and organizations, available in the public domain or made available to the Agri-ProFocus Gender in value chains network. The toolkit relies strongly on manuals produced by USAID, SNV, GIZ , ILO, Oxfam and CARE.

The pu li atio Challe gi g Chai s to Cha ge Agri-ProFocus, KIT and IIRR 2012) is the result of a writeshop process that was organized within Agri-ProFocus and coordinated by Anna Laven and Rhiannon Pyburn of KIT. From all throughout the Agri-ProFocus network, 105 case briefs were collected, selected, written down and edited into a resource book for practitioners. A PDF version of the book is freely available on http://www.agri-profocus.nl (upper left-ha d e u, sele t Pu li atio s . Please ote that the do load is MB. The

ook a also e o de ed as pape a k fo € f o http://www.kitpublishers.nl/

Disclaimer

The tools are, as much as possible, described according to the original documents available in the public domain. Given the different origin of the tools, this toolkit does not provide a fully coherent approach. It aims at providing information on tools for gender-sensitive value chain development available on the internet in a summarized form, allowing practitioners to select the tools which best suit the organization, way of working and philosophy.

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7 2. Why gender-sensitive value chain development?

It is k o that o e s o k ofte takes pla e i least alued pa ts of a alue hai , e.g. as

home-based workers or informal workers more generally. Women tend to be underpaid and their (informal) jobs are less secure. In agricultural settings, women are often not visible, while they do a large part of the farm-activities. Moreover, it is well-documented that women-owned rural businesses tend to face many more constraints and receive far fewer services and support than those owned by men.

Arguments for gender-sensitive value chain development can be categorized as follows:

Business arguments

Women often play important (but invisible) roles in value chains, thus playing a key role in upgrading strategies.

Gender inequity in agricultural value chains creates a missed business opportunity.

From a value chain/ business perspective, it makes sense to look into different roles and tasks of men and women in value chains and to use a gender lens while identifying and addressing bottlenecks for value chain development.

F o a ge e al e o o i pe spe ti e, u e ual g o th is i effi ie t . This pe spe ti e is

especially used by international economic institutions, such as the World Bank. From this perspective, it is argued that gender inequality has high economic costs and leads to wasted human resources and missed opportunities for innovation.

Social Justice arguments

Men ánd women should benefit from development interventions. It is a way of translating our commitment to gender equality into practice.

During the 1990s, the human development agenda of the UN placed the human person as the central subject and beneficiary of development. This paradigm emphasizes that expanding capabilities will allow a person to use opportunities, which requires that benefits from economic growth are distributed equitably. From this perspective, interventions are geared towards equal opportunities, equal access and equal outcomes as a result.

Promoting gender equality and empowering women (MDG3) is one of the greatest challenges in

the Mille iu p oje t a d a p io it fo a do o s. Wo e s e o o i e po e e t a d

access to markets and services is by many of them considered as essential for sustainable economic development and poverty reduction.

Poverty alleviation and food security arguments

Women are important actors to achieve poverty alleviation. Fighting poverty is hard if you are (gender-) blind.

Poverty alleviation is the overall goal of most development organizations. In practice though, interventions in value chains or the development of new value chains are not always pro-poor and are based on general economic growth instead of redistribution of wealth.

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Addressing women to achieve poverty alleviation and food security objectives is also an economic choice: projects addressing gender and addressing the economic empowerment of women are far more likely to improve family livelihoods and well-being of family and children (see FAO quote below).

Different perspectives influence which arguments are most convincing. Rural entrepreneurs are more easily persuaded by the economic/ business arguments, while local NGOs might be more attracted by the social justice argument. For a bilateral or multilateral donor, the food security argument will be appealing.

Combining gender and value chain expertise

Development organizations are not always aware of existing gender inequalities, their causes and how to address them. Time does not always allow for a gender analysis before an intervention is developed and implemented.

On top of that, gender expertise is often lacking and resistance exists among people in different organizations. Therefore, bringing in gender in value chain thinking not only requires a

combination of expertise and knowledge, but also convincing arguments for different target groups.

Quote:

... if o e had the sa e a ess to those esou es

as men, they would produce 20-30 percent more food

... - FAO at Work 2010-2011

FAO s esea h sho s that o e fa e s a e -30 percent less productive than men, but not because they manage their farms less well, or work less hard. The main

easo fo the gap et ee e s a d o e s

performance is that the former have access to resources seldom available to female farmers – including land, financing and technology, among other things. In addition, women do not share fairly in benefits such as training, information and knowledge.

But if women had the same access to those resources as men, they would produce 20-30 percent more food and their families would enjoy better health, nutrition and education. If women had equal access to agricultural resources and services, food security would be greatly improved and societies would grow richer, and not only in economic terms.

Credits

La e , A. a d N. Ve ha t, KIT Addressing gender equality in agricultural value chains: Sharing work in progress.

FAO AT WORK (2010–2011) Women – key to food security World Bank report (2012 Ge de E ualit a d De elop e t

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9 3. Concepts

3.1 Value Chain development

This toolkit intends to motivate and help practitioners in integrating a gender perspective in agricultural value chain development by providing practical tools for all stages of the value chain intervention. Before entering into details on the gender perspectives of value chain

development we will first summarize the most important characteristics of value chain development. The first part of this paragraph on value chain development is taken from Do o interventio s i alue hai de elop e t , , funded by SDC.

What is Value Chai

In this paper Value Chain (VC), is defined as an analytical as well as an operational model. The model takes up the fact that a product is rarely directly consumed at the place of its production. It is transformed, combined with other products, transported, packaged, displayed etc. until it reaches the final consumer. In this process the raw materials, intermediate products and final products are owned by various actors who are linked by trade and services, and each add value to the product.

Various types of public and private services, like business development services, electricity, transport, financial services, etc., are as important as favorable framework conditions, i.e. laws, regulations and their enforcement. The Value Chain model supposes that by understanding interactions between all these actors, it is possible for private and public agencies (including development agencies) to identify points of intervention to (1) increase efficiency and thereby increase total generated value, and to (2) improve the competence of intended actors to increase their share of the total generated value.

Why is value chain development important?

Globalization does not only patch up market gaps and brings producers and consumers closer together; it also brings regional and international competition into local markets. For instance,

a ag i ultu al p odu e ot o su ed the fa e s fa ilies is a p odu t i the a ket lo al

to international) and competes today with products coming from nearby or far away. Therefore, all farmers offering their produce for sale are instantly part of a value chain. Reasons for a donor-funded project or program to intervene may include the following:

1. Some people need support for becoming actors in existing value chains.

2. More important than belonging to a value chain is the role people play in it, i.e. their negotiation power in the value chain.

3. Some actors are stuck in value chains that exploit low income possibilities. They require support to explore new opportunities.

4. By strengthening one actor in a value chain there is the possibility of creating competitive advantages for the whole system. In such a case a large number of people competing in local, regional or global markets can benefit from these advantages.

General strategies

The strategic approach to supporting value chains and related services is similar to any donor intervention in complex systems:

Focus on changing processes and behavior and not just on solving identified problems.

Avoid taking up functions that are part of the business cycle (i.e. take care not to substitute local entrepreneurs).

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Work with existing commercial initiatives and do not establish new marketing channels that are not sustainable, even if they offer fairer terms for farmers during the project life span. Do not set up interventions which compete with existing business and other services, unless you are very sure about their viability and sustainability.

Address market imperfections and withdraw when markets function.

A systemic view of value chains

A systemic view integrates three important levels within a value chain network and allows discovering potentials and bottlenecks within these levels and in the dynamic interactions between them.

Value chain actors: The chain of actors who directly deal with the products, i.e. produce, process, trade and own them.

Value chain supporters: The services provided by various actors who never directly deal with the product, but whose services add value to the product.

Value chain influencers: The regulatory framework, policies, infrastructures, etc. (at the local, national and international level).

Figure 1: The value chain system (adapted from USAID, 2006)

Public interest in Value Chain development

While entrepreneurs invest in private interests, development agencies should invest in matters of public interest, such as improving access to commercial activities, promoting fair trade schemes, small entrepreneur capacity building, labor standards and corporate social responsibility

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Public interventions in markets inevitably lead to changes in the existing markets. Where no market for a specific product exists, or an existing market is monopolized by a single company, the creation of a market or the removal of a distortion can nevertheless be the objective of a development intervention.

The key issue of do o i te e tio is leverage : Ho do de elop e t age ies o k fo systemic change to reach tens of thousands of people rather than apply direct assistance to help a few enterprises or farmers? At which points can leverage be applied to reach the intended systemic change in a sector?

Development agencies should only intervene in VCs when:

1. There is so e so t of a ket failu e – a lack of finance or information for example, or a high potential to upgrade a well-functioning Value Chain

2. The overall benefits of interventions to correct this market failure exceed the costs 3. The outcome of the intervention is in the public interest (i.e. food security, poverty

alleviation, environmentally sound practices, etc.).

Value chain development interventions are based on an analysis of the value chain system. The interventions address bottlenecks at the levels of value chain actors, - supporters and - influencers. Subsequently, results are measured at the various levels and in different ways.

Rise of Making Markets work for the Poor approach (M4P)

Recently, the Making Markets Work for the Poor (M4P) approach has been gaining ground. M4P is not a substitute of the value chain development approach, but builds on it. Just as within the VCD approach, the key principle is to facilitate systemic change, rather than being an actor in the value chain or business supporter.

Interventions in market systems are most sustainable and reach the greatest scale when they are pursued by market actors, not development actors. Yet in practice, development actors have been intervening directly in markets and taking on market roles, both as value chain actors as well as value chain supporters. Consequently, past economic development interventions fell short when measured in terms of sustainability of impact, scalability and/ or cost-effectiveness. M4P is a comprehensive approach which is based on thorough analysis of the economic realities of the poor; VCD is an important starting point for this analysis. Even more than VCD, the M4P approach stresses the importance of understanding of local, national and global market systems that influence economies in which the poor participate. By identifying and addressing the drivers behind these failures, sustainable solutions can be found. For this reason, systemic change in market systems has a central place in the M4P approach.Figure 2 summarizes the main principles of M4P. For further elaboration of M4P also The market development (M4P)

app oa h: a su a is e o e ded see edits .

There is growing evidence that M4P works; major programs, in different contexts and market systems, have been able to measure tangible results, such as increased numbers of people accessing new services and increased income. SDC, together with DFID, SIDA, and UNDP are promoting the M4P approach in order to promote inclusive market development as a means of sustaining growth and poverty reduction in developing countries

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Figure 2: M4P: a summary (Source: Napier et al., DFID, GIZ, 2013)

Credits

Roduner, D., 2007, Donor interventions in value chain development. Working Paper. Community of Practice on Value chains in rural development. Financed by SDC, Berne, VCRD CoP, July 2007.

Napier, M., C. Melamed, G. Taylor and T. Jaeggi, 2013, Promoti g Wo e s fi a ial i lusio : A toolkit. DFID, GIZ. TopKopie GmbH, Frankfurt am Main. February 2013.

SDC, 2010, The market development (M4P) approach: a summary. With support by Springfield Centre for Business in Development Ltd., United Kingdom. May 2010.

M4P: a summary

M4P is an approach to developing market systems that function more effectively, sustainably and beneficially for poor people, offering them the capacities and opportunities to enhance their lives. Applicable to development agencies and governments working in both economic and social fields, it is an approach defined by a number of important characteristics.

M4P is an approach to development that provides guidance not only on understanding the poor in the context of market systems (analysis), but also on how to bring about effective change (action). Analysis should identify the underlying, systemic constraints that impinge upon market systems and concentrate on addressing these. Its focus is on developing market systems, assessed with respect to different market functions and players: public and private, formal and informal. This systemic character of M4P defines many of its most important features. By addressing underlying causes (rather than symptoms) of weak performance, M4P is concerned with unleashing large-scale change. Interventions, which may be small in themselves, should continually strive to leverage the actions of key market players to bring about extensive and deep-seated systemic change.

Sustainability is a prime concern of M4P. This means considering not just the existing alignment of key market functions and players, but also how they can work more effectively in the future, based on the incentives and capacities of players (government, private sector, associations, etc.) to play different rol es.

M4P requires that agencies and governments play a facilitating role. As external players they seek to catalyze others in the market system (while not becoming part of it themselves). For governments (except where they are playing longer-term roles within the market system) and agencies, facilitation is inherently a temporary role. Finally, as an overarching framework M4P does not necessarily replace other specific methodologies and tools, rather it provides a transparent and multi-disciplinary framework within which these can be utilized and adapted to address their limitations and so enhance their efficacy.

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13 3.2 A gender lens; underlying concepts

In order to analyze gender in value chains, we have to collect information at three different levels: on activities and power within a value chain, on activities and power within a household and within society as a whole.

These respective levels have been thoroughly discussed in different bodies of literature: the value chain development approach and the gender rights-based approach. The question is, how can we bring these different approaches together?

In this paragraph, we will present:

1. The chain empowerment matrix through a gender lens.

2. A ge de e po e e t f a e o k, usi g the o epts age a d st u tu e . 3. A matrix (combining the above two levels) in which the four dimensions of gender

empowerment in value chains are presented.

1. Chain empowerment matrix

A useful framework that enables us to understand strategies for chain development has been developed by KIT, Faida MaLi and IIRR (2006). The chain empowerment framework distinguishes four basic forms of small-scale farmer participation in a chain. Each of these roles requires different intervention strategies by the intermediary organization.

Types of participation in a chain have been summarized in two broad dimensions:

Chain activities: The types of activities that farmers undertake in the chain (Who does what?) Chain governance: The involvement of the farmer in the management in the chain (Who determines how things are done?).

Farmers can undertake different activities in the chain, or concern themselves only with the production process. Examples of other activities are drying and fermentation of their crop (post-harvest activities), or grading, processing, transporting and trading. Being involved in various activities in the chain is known as vertical integration. The main question posed here to determine the position of a farmer is: Which activities are the farmers carrying out?

The involvement of farmers in the management of the chain relates to involvement in making processes, control over management issues, etc. Farmers can be excluded from decision-making about issues that affect them (for example, which crops they grow). It can also be the case that the level of control of the farmers is high: they may be able to decide how much they sell, to whom and for what price. They can also be in control of defining grades and production standards. Being involved in many chain management issues is known as horizontal integration.

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14 The chain empowerment matrix:

These two dimensions are combined in this matrix.

Figure 3: Chain empowerment dimensions (Source: KIT, Faida MaLi and IIRR, 2006)

In this matrix, there are four empowerment strategies: Upgrading as a chain actor;

1. Adding value through vertical integration; 2. Developing chain partnerships;

3. Developing ownership over the chain - the farmers try to build direct linkages with consumers. When bringing a gender perspective into the chain empowerment framework, it becomes relevant to consider what empowerment processes female and male farmers are experiencing. How are men moving along the two axes of integration, and what changes are women farmers experiencing within a specific chain?

Through a gender lens, the chain empowerment matrix could look as follows:

1. Chain Actor: Doing better and being seen; women smallholders become visible as crop specialists and their contributions are recognized and valued

2. Activity Integrator: Choosing and being capable of moving up; women choose to move into activities further up the chain, and they control the income that they earn. They gain the skills required and are confident.

3. Chain Partner: Constraints to o e s leade ship ae removed; developing chain

partnerships and removing constraints to participation in decision-making. Rules, regulations and policies are gender-sensitive.

4. Chain owner: Women take up positions of leadership. Women both possess the capacities and have the opportunity to co-own enterprises and build direct linkages with other chain

a to s, i ludi g o su e a kets. ‘ules, egulatio s a d poli ies suppo t o e s

leadership.

2. Gender empowerment framework

As such, the above matrix allows addressing some of the critical gender issues, but to a limited extent. What happens to the income distribution and workload within the household? What choices and alternatives do women have regarding the chain activities and management? Do women have a voice beyond the chain and if they have a voice, do they make use of it? And how are their perspectives and needs linked to their achievements in the chain? In order to be able to do justice to these types of questions, a gender empowerment framework is required.

A gender empowerment framework has to depart from the distinction between the concepts of

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socially constructed difference between women and men; it is not so much about biological differences between women and men, but about how society gives meanings to these differences in femininity and masculinity, and the power relations and dynamics that come about as a result of this. Knowing what women do in a chain or household, or how women or men spend their income is a first starting point, but does not necessarily say anything about gender.

Bea i g ge de i e ualities i i d, ge de e po e e t a e defi ed as a p o ess

which those who have been denied the ability to make strategic life choices acquire the ability to

do so Ka ee , : . E po e e t is a out ha gi g ge de elatio s i o de to e ha e o e s a ilit to shape thei li es. E po e e t is he e a out a p o ess of ha ge.

Structure and agency

In order to design upgrading strategies which can lead to gender equal outcomes (men and women benefit equally from the upgrade), additional dimensions are needed in the chain

e po e e t f a e o k to full u de sta d the p o esses that shape o e s positio i g, the constraints they face, and to design interventions that address these and lead to upgrading (change). The proposed additional dimensions for the framework come from the social sciences and are also used in the political economy and gender literature.

These additional dimensions look at the role of institutions and how these shape human interaction (for example in the value chain) and at the same time how individual behavior shapes and is shaped by these institutions (decisions people make and why). It is about the impact on behavior of values and ideas (informal institutions) which are specific to a certain context, time and sometimes a specific value chain.

Gender relations can be analyzed from the same perspective. Gender relations are shaped by individual behavior as well as social institutions, for example norms and values about which role men and women should fulfill in production. In order to integrate gender relations in value chain development, we integrate two new dimensions: structure and agency.

1. Agency is the capacity of individual humans to act independently and to make their own free choices.

2. Structures are factors such as social class, religion, gender, ethnicity, custom etc. which limit or influence the opportunities that individuals have.

These two concepts are interrelated:

Focusing only on structures assumes that there are no agency constraints, for example, that if business and financial services are provided a woman can freely choose to use these services, without facing any constraints posed by her family, community, or her class/ caste/ or other status to market her products, for example.

Focusing only on agency assumes that there are no structural constraints. For example that laws are always implemented and that equal opportunities will always lead to equal outcomes.

By looking at the interaction between structures and agency, the dimensions of the chain empowerment framework help to understand the impact on individual behavior of structures (formal and informal institutions) which are specific to a certain context, time and sometimes specific value chain, and the other way around. So basically, in this form of analysis human

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agency shapes and is in turn shaped by formal and informal rules and institutions which accounts for a certain positioning in the value chain and the outcomes of value chain interventions.

3. Four dimensions of gender empowerment in value chains

When the gender empowerment framework and the chain empowerment matrix are combined into one matrix, four dimensions of gender empowerment in value chains can be distinguished: Vertical integration into chain is about the activities women carry out.

Horizontal integration is about the decision-making power of women in the chain, or governance. Gender dynamics in household and community is about the agency of women.

Institutional context: rules norms and values define the structure in which the women in a value chain operate.

All levels bear elements of agency and structure. For each level, different questio ns can be posed (see figure 4).

Figure 4: Four dimensions of gender empowerment in value chains (Source: Laven et al, 2009)

Credits

KIT Faida MaLi a d II‘‘ Chai e po e e t: “uppo ti g Af i a fa e s to de elop a kets . La e , A. a d N. Ve ha t, KIT Add essi g ge de e ualit i ag i ultu al alue hai s: “ha i g o k i p og ess.

Laven, Anna (KIT), Anouka van Eerdewijk (CIDIN), Angelica Senders (ICCO), Catherine van Wees (Hivos) and Roel Snelder (Agri-P oFo us Gender in Value Chains, Emerging Lessons and Questions, A Draft

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17 4. Strategies

When starting a gender in value chain intervention, first the strategy to follow has to be decided on. This chapter will allow you to situate your organization and to select the most suitable strategy for addressing gender in value chains. The chapter describes five strategies that address gender-sensitive value chain development from different perspectives. They are represented schematically below.

Figure 5: Five strategies addressing gender-sensitive value chain development (Source: Pyburn, R. and Laven, A., 20121)

The five strategies

1. Mitigating resistance by building on tradition 2. Creating Space for Women

3. Organizing for Change

4. Standards, certification and labels 5. Gender and CSR

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hai de elop e t . Po e Poi t p ese tatio to lau h a ea l editio of the ook: KIT, Ag i-ProFocus, IIRR

Challe gi g Chai s to Cha ge: ge de e uit i ag i ultu al alue hai de elop e t . KIT pu lishe s,

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18 Strategy 1: Mitigating resistance by building on tradition

This st ateg uilds o o e s t aditio al oles i alue hai s. Wo e s isi ilit i alue

chains is increased by professionalizing their traditional tasks, which increases the benefits that accrue to women.

This strategy is particularly applicable in:

Traditional (conservative) environments: women face less opposition when engaging in typically female economic activities.

Pastoralist societies where women traditionally take care of livestock. Vulnerable societies (e.g. post-disaster or drought areas) where women face constraints in rebuilding their livelihoods.

Societies recovering from conflict, where many women have become the breadwinners.

Religious societies where women face a lot of constraints.

Examples

1. Professionalizing informal female chains (e.g. shea)

2. From traditional responsibilities to new opportunities (e.g. livestock) 3. Transforming systems through new roles for women (e.g. dairy) 4. I p o i g o e s pa ti ipatio e.g. g ee ag i ultu e

Example 1. Professionalizing informal female chains (e.g. shea)

Entry point

Professionalizing informal activities in which rural women are traditionally involved. Why do it?

T aditio all fe ale se to s p o ide e elle t e t poi ts fo p o oti g a d e po e i g

women. Tapping into the economic potential of such activities allows the smooth, cost-effective and wide-scale emancipation of women with a low risk of community opposition or takeover by men.

How to do it?

We distinguish three types of interventions to support women involved in informal female chains. These often go hand-in-hand and reinforce each other:

A solid capacity-building program, as women in traditional activities often have low levels of education.

“t e gthe i g the o ga izatio al apa it of o e s g oups.

Developing entrepreneurial skills and strong leadership amongst women. Conditions for success

Wo e s o e ship of thei o ga izatio and equipment. Sensitization of men.

Minimal external interference to avoid dependency: e.g., the intervention should facilitate rather than lead.

Example 2. From traditional responsibilities to new opportunities (e.g. livestock)

Entry point

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19

Removing barriers that prevent women from turning traditional responsibilities into new (business) opportunities.

Why do it?

Women traditionally take care of livestock, but various barriers – including limited mobility and a lack of individual capacity – stop them from benefiting economically. Building their capacity and linking them to markets allows them to turn their family responsibilities into businesses. This approach stays close to traditional roles and is cautious about removing firmly rooted traditions, so it can be expected to meet with little resistance from men and women.

How to do it?

Reducing distance to markets (both physical and mental).

Building capacity, including developing entrepreneurial skills and leadership. Strengthening the organizational capacit of o e s g oups.

Ensuring access to finance. Conditions for success

Trading livestock which belong to women.

The involvement of local authorities and support services. Establishing market linkages through facilitation.

The support of men.

Example 3. Transforming systems through new roles for women (e.g. dairy)

Entry point

Transforming the traditionally female task of taking care of animals into professional economic activities.

Why do it?

Many small-scale female farmers feed, care for and milk dairy animals. Most sell milk at relatively low prices to collectors. By organizing and marketing as a group, they can take on new roles in the value chain and in society. With training and support, they can provide services to other (women) actors in the dairy sector. In areas recovering from conflict and in pastoralist societies, dairying is one of the few sectors that offer economic opportunities for vulnerable women.

How to do it?

We distinguish two types of interventions to support women in changing traditional roles in the dairy sector:

Organization in groups: women-led cooperatives, collective marketing and knowledge exchange.

Capacity-building: developing (entrepreneurial skills and leadership) Conditions for success

A gender-sensitive value chain analysis as point of departure.

Embedding activities and services in the local community and with the private sector. Sensitization of men and women and their involvement in building capacity.

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20 E a ple 4. I pro i g o e s

position through green agriculture

Entry point

Reframing the traditional role of rural women as a household caretaker to one as caretaker of business and the environment: becoming an environmental manager.

Why do it?

Farming in an environmentally-friendly way offers three types of benefits: (1) it conserves the

e i o e t; it a i p o e fa e s i o es edu i g the ost of p odu tio a d

improving product quality; (3) coupled with a gender program, it can promote gender equity. Helping women boost their economic activities expands their horizons in other aspects of society.

How to do it?

I te e tio s ust take o e s situatio s i to a ou t e.g. espe ti g the est i tio s pla ed

on them) and move slowly and step-by-step. We distinguish three types of interventions to support women in re-framing traditional roles:

O ga izi g g oups: o e s, e s a d i ed g oups.

Building capacity to raise awareness, knowledge, entrepreneurial skills and leadership. Better organized markets.

Conditions for success

Demand for organic or natural products.

Working closely with the local community and the private sector, and sensitizing men to provide a clear vision of how the community will benefit.

A focus on improving the situation of women and the value chain, rather than on green agriculture per se.

Wo e s a ess to la d.

Consideration of different entry points (economic and environmental), as starting with gender may be too sensitive.

Green agriculture seen not as the goal, but rather a means for improving the situation of women and the value chain.

Credits

La e et al. Mitigati g esista e uildi g o t aditio . I Challe gi g Chai s to Cha ge. Ge de e uit i ag i ultu al alue hai de elop e t KIT, Agri-ProFocus, and IIRR (eds), page 53-66. KIT publishers, Amsterdam.

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21 Strategy 2: Creating space for women

This strategy (i) positions women in male-dominated value chains to increase their visibility and economic decision-making power and (ii) stimulates women entrepreneurship (new enterprises as well as upgrading existing enterprises).

The positio i g of o e i ale-do i ated alue hai s st ateg is pa ti ula l eas to appl : When land ownership is not affected and when high value inputs or other barriers that can constrain women are not required.

Where activities can easily be carried out by women and do not increase their overall work

u de ea i g i i d o e s a othe espo si ilities . The o e e t ep e eu ship st ateg is pa ti ula l suitable:

When women already take up business initiatives, but could improve them or scale them up. When there is a clear market opportunity that women can exploit.

Whe usi ess oppo tu ities fit the othe de a ds o o e s ti e a d situatio . This

might mean that they do not require many assets or own land, that the business is close to home, and so on.

When there is not too much resistance from men and from the rest of the community.

1. Positioning and engaging women in male-dominated chains

Entry point:

To position women better in male-dominated chains: making sure that they are visible and have economic decision-making power.

Why do it?

Women already do much of the work in many male-dominated value chains. By making their contributions explicit, women gain opportunities and are able to improve their abilities and practices, which in turn allows both socio-economic emancipation of these women and improvements in chain activities. When more actors are economically viable and are able to improve their business in the chain, a chain becomes more robust. The involvement of women adds a new dynamic and diversity to the organizations and businesses affected.

How to do it?

We distinguish several types of interventions to support women working in male-dominated value chains. These interventions often reinforce one another:

Recognize the contributions of women in a value chain. A value chain analysis can aid discussion about the participation, or possible future participation, of women with all stakeholders, and make that participation visible.

Sensitize men, women, communities, governments, companies etc. and facilitate joint efforts among these actors.

I ol e o e i oope ati es o p odu e g oups a d uild o e s apa ities i usi ess,

literacy, technology, leadership, finance and so on.

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22

Maki g o e s o t i utio s to the hai isi le a d uildi g o e s o fide e fo joi t

decision-making on chain activities and spending.

Changing laws, rules, statutes, etc. to allow women to take-up certain positions within a value chain or cooperative. In some cases this may include land ownership.

Sensitizing men and communities on the be efits of o e s pa ti ipatio a d the isks of excluding them.

2. Female entrepreneurship

Entry point

Positio i g o e a d o e s g oups as u al e t ep e eu s to sta t e usi esses, o

helping women to expand and strengthen their business by providing the right services and training.

Rationale

Rural women entrepreneurs are under-acknowledged, although their numbers are growing. Compared to men, women tend to face extra challenges in up-scaling or upgrading their business. Interventions to support female entrepreneurs bring economic prosperity, reduce poverty and improve the economic and societal position of women and their activities in the chain.

How to do it?

In some cases, women already have businesses and creative, innovative ideas for adding value to products. They need assistance to make their businesses stronger and to transform creative and innovative ideas into profits.

A se o d pa t of the st ateg is to offe o e o o e s g oups ideas a d se i es to sta t

new businesses. This requires:

Strengthening forms of association and encouraging women to participate in cooperatives or other (women) groups.

Encouraging businesses in new or existing chains and identifying markets and formulating profitable business ideas.

Ensuring women have access to business development services (like credit, information and ability to buy land) as well as technical support (business skills, literacy, technology, leadership skills, financial skills, etc.).

Joint decision-making When is it a good strategy? The strategy is particularly suitable:

When women already take up business initiatives, but could improve them or scale them up. When there is a clear market opportunity that women can exploit.

When business opportunities fit the other demands on o e s ti e a d situatio . This might mean that they do not require many assets or own land, that the business is close to home, and so on.

When there is not too much resistance from men and from the rest of the community. Conditions for success

Women have access to credit, other services and assets needed for their business. Women are the owners of the enterprise.

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23

Credits

“e de s et al. C eati g “pa e fo Wo e . I Challe gi g Chai s to Cha ge. Ge de e uit i ag i ultu al alue hai de elop e t KIT, Agri-ProFocus, and IIRR (eds), page 113-154. KIT publishers, Amsterdam.

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24 Strategy 3: Organizing for change

In o de to o e f o itigati g esista e at the p odu e le el to a ds o e s

empowerment further up the chain and within households, women and men need to organize for change. Due to structural constraints, women have limited access to technical assistance and extension services. Since women carry out a lot of the tasks also for cash crops, this creates inefficiencies in productivity. This entails interventions throughout the chain, targeted at breaking down structural constraints, as well as building human agency (confidence, self-esteem, skills, and capacities).

Examples

1. Capacity building 2. Collective action 3. Sensitization of men 4. Access to finance

Example 1. Capacity building

Entry point

Capacity building for women is an essential step towards changing value chains to benefit women more, while at the same time serving the need to make profit.

Why do it?

Capa it uildi g i eases o e s skills a d o fide e i taki g up hai a ti ities and leadership roles within value chains and their communities. Capacity development helps women access markets and services and improves chain performance. Moreover, it can provide the foundation that allows women to make independent decisions in the chain, the household and the community.

How to do it?

Different kinds of capacity building play a role. It is important to equip women with a variety of skills and to combine strategies, so they can compete in the value chain and make their own choices. Examples include functional literacy, business literacy, market and financial management, soil and crop management, storage and processing management, leadership training and other kinds of capacity building as requested by the group.

When is it a good strategy?

Capacity building is a good choice when there is a clear understanding of the problem and knowledge gap. Women must already have access to markets, or capacity building must help them access more profitable or stable markets. Capacity building needs to be completed with policy support and a supportive infrastructure and environment. That may require multiple interventions.

Target training to a group: collectives provide women with a platform to discuss issues with peers, set priorities, and decide on a line of action.

Analyze capacity and training needs Link women to service providers

Ensure that a supportive policy environment is in place Involve men and the community

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25 Example 2. Collective action

Entry point

Jointly, smallholders can aggregate production, negotiate for better services and prices, facilitate access to services and inputs, share experiences, and build a peer network

Why do it?

Reasons for producers to act collectively include:

To access credit: the group takes responsibility for paying back loans Marketing: Bulking produce to get better prices and sell to bigger buyers Access to services: Women can get training and services as a group

For service providers and actors further along in the value chain (buyers, processors), doing business with organized producers is more efficient.

How to do it?

Self-Help Groups are an example of this strategy; these can be women-only or mixed. When is it a good strategy?

Collective action is applicable in many cases, for women as well as for men. Sometimes, it makes sense to organize women-only groups, while other situations require mixed groups. Collective action makes sense where power is dispersed and where people doing the work do not benefit from it. By organizing olle ti el , o e a le e age a la ge sha e of a p odu t s alue.

Example 3. Sensitizing men

Entry point

Sensitizing men targets societal structures by challenging norms and behaviors at household, community and national levels. Sensitizing men (and other community households and community members) is crucial to provide women a supportive environment, and to enable them to take up other roles, responsibilities and leadership positions.

Why do it?

Interventions that aim to change social relationships and to improve the position of women

ust also add ess e s o e s i o de to a oid esista e a d get the e ui ed suppo t f o

men and the community. How to do it?

In most cases, sensitization is key to creating an environment that supports change and to

itigate egati e effe ts of i te e tio s ai i g at o e s e po e e t su h as o fli ts

within households). Ways to involve men and increase their awareness include:

Use a participatory approach, including both men and women, to develop joint visions.

“ho the li k et ee o e s su esses a d positi e spi -off on households, community and chain performance.

Identify key entry points to allow organizations to address resistance at individual, household, community and institutional level.

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26

The strategy is especially applicable where resistance from men and communities is likely to be high, for example:

In case of affirmative action, favoring women over men.

The introduction of women-o l hai s, hi h e lude e s a ti e pa ti ipatio . Interventions in chains where women depend on men to access markets.

Involvement of organizations where there is a clear gender imbalance, and consequently

o e s eeds a e ot ell ep ese ted.

Example 4. Financing value chains for women

Entry point

Access to finance can benefit women, enabling them to grow their businesses, empowering them and giving them a voice in decision-making.

Why do it?

Women are known to be credit-worthy and efficient in undertaking business deals when they have support. Despite this, it is difficult for women to access finance.

How to do it?

Details vary, but in general: help women organize as a group to apply for a loan from a financial institution. The group then lends small amounts to individual members, collects their payments, and repays the loan. Social pressure in the group ensures that member repay. Give the women the financial and literacy skills they need to plan, apply for and manage the loan.

Most applicable is microfinance and saving schemes are usual starting points. As groups and businesses prosper, they can apply for bigger loans to make larger investments.

Microfinance can increase wo e s e o o i po e , ut it e ui es politi al ill, a e a li g policy environment and strong advocates within the financial institution. Microfinance has to go beyond credit: non-financial services include capacity building, business development services and various forms of insurance.

Clear family and societal support are needed to ensure that women can benefit from financial services.

Financial institutions must be sensitive to gender issues and the need to tailor-make financial products for women (such as combining credit with training).

Continued support requires a local financial infrastructure that is close to the women clients and able to maintain a long-term relationship with them.

Credits

Mudege et al. (2012) Organizing fo ha ge. I Challe gi g Chai s to Cha ge. Ge de e uit i ag i ultu al alue hai de elop e t KIT, Agri-ProFocus, and IIRR (eds), page 155-208. KIT publishers, Amsterdam.

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27 Strategy 4: Standards, certification and labels

As a strategy to address gender, standards and certification target the whole chain. This approach is unique as it connects to the consumer and because it targets the chain context as well: it sets the standards on who participates in the chain and how. There are two strategies for gender equity interventions through standards and certification.

. La els a d seals: Selli g o e s parti ipatio

This strategy is particularly useful where:

Women are marginalized or unrecognized for their value chain contributions. Market differentiation can be a selling point and earning point.

A woman-only label will not restrict existing channels or chains.

Added value is necessary (e.g., where prices are otherwise uninteresting). A company wants to address a gender equity issue at the producer l evel. The religious or cultural context will not endanger women who participate. There is a market and buyer who is part of the process.

The d i e s a e so ial justi e a d o e s e po e e t ot just o e ! .

Funding is available for capacity development and pre-financing. Management is supportive.

2. Making use of existing third-party certified standards

This strategy can be used when a farmer group is already certified to a social or environmental standard (Fair Trade, UTZ Certified, organic and so on) and thus has a documentation and traceability system in place; or, when a farmer group wants to enter these markets.

. La els a d seals: Selli g o e s parti ipatio

Entry point

Women-only seals and labels communicate to consumers and other actors in the value chain that the product is produced by women and that gender equity among producers is addressed. Why do it?

Label and seals increase the visibility of women producers, who gain income from the premium provided by the additional price earned through the seal. The fact that the product was produced by women adds to its value. These economic benefits are a motivating force for both men and women producers.

To expand markets and to increase sales.

To bring higher incomes directly to women producers . To provide stability within the coffee cooperative.

To support women within a mixed-ge de oope ati e th ough the eatio of o e s groups.

To improve the quality of the product.

To ge e ate ale suppo t ithi the fa il fo the o e s usi ess e deavors.

To uild o e s se se of p ide a d dig it suppo ti g the to ha e thei o p odu t,

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28

How to do it?

Th ough a p odu ed-by- o e la el, o e s i ol e e t i the hai is ade isi le, a d it is celebrated and incentivized. The label or seal allows communication between producers and buyers (in the case of a label up to the final consumer) as to who produce the item. The traceability systems required for a standard or label provide assurance through the entire chain that the product sold was actually produced by women and in a sustainable way. A label gives a recognizable identity to a social movement, and allows consumers and other actors in the value chain to be part of this movement.

2. Making use of existing third-party certified standards

Entry point

Using openings created by social, environmental and organic standards and certification to address gender issues.

Why do it?

Firstly, addressing gender improves chain performance and gives greater financial rewards for

p odu tio . “uppo ti g o e s pa ti ipatio i p o es o plia e a d hai pe fo a e: the

certified chain performs better when gender issues are addressed.

Secondly, certification can allow gender issues to be addressed. Piggy-backing on the

infrastructure and certification to it (the premium, audit trial, learning groups, internal control systems and indicators) is an efficient way to get information and enable progress on gender issues; these channels already exist in certified chains.

How to do it?

Target women in capacity building, and help them be active in producer associations. Use the premium generated by certification to pay for gender-awareness activities. Use features of the standards and certification process, such as the audit trial and internal control system, to further gender initiatives.

Develop separate gender standards and indicators to include in existing standards for complementary use (dual certification).

Make the internal control system specify the gender of the producer. Conditions for success

Registering women as farmers within the cooperative.

Developing and using gender-specific project and management tools, such as baseline surveys, impact assessment and training guidelines.

Including gender from the start.

Building on opportunities, including conducive government policies.

Credits

P u et al. “ta da ds, e tifi atio a d la els. I Challe gi g Chai s to Cha ge. Ge de e uit i ag i ultu al alue hai de elop e t KIT, Agri-ProFocus, and IIRR (eds), page 209-260. KIT publishers, Amsterdam.

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29 Strategy 5: Gender and CSR

This strategy focuses on companies further along the value chain that integrate gender into their corporate strategy. Companies have the potential to address gender inequality and improve the position of women in the agricultural value chains they are part of.

The strategy seems particularly useful when: Company leaders are committed.

The company or its main partners are located close to the actors in the supply chain. The company takes into account consumer priorities and concerns.

It is possible to find the right partners to implement the approach. Entry point

The strongest resource of a company is its people. Investing in equal opportunities for women and men contributes to business and society.

Why do it?

Gender equity can contribute to an innovative and transparent business operation in a company and to equal opportunities for men and women (also in top positions). That in turn leads to higher and more efficient production and profits for a company (McKinsey 2010). It can also be used as a strategy to increase the profile of the company.

How to do it?

We a ide tif at least t o a s to ake ge de e uit pa t of a o pa s usi ess-as-usual: Through a partnership between public and private actors, looking for shared values and complementary in expertise.

B i teg ati g ge de i to a o pa s o e usi ess p i iples at diffe e t le els, ith a

strong role for senior management. Learning by doing.

Clear monitoring and control mechanisms to measure achievements.

Awareness of gender issues and of how gender equity contributes both to corporate and societal goals.

Credits

Verhart et al. (2012) Gender-espo si le usi ess. I Challe gi g Chai s to Cha ge. Ge de e uit i

ag i ultu al alue hai de elop e t KIT, Agri-ProFocus, and IIRR (eds), page 261-292. KIT publishers, Amsterdam.

Gender in value chains

1

Gender in

value chains

Practical toolkit to integrate a gender perspective

in agricultural value chain development

2

Contents

3

4

Introduction

1. This toolkit

Objective

Target group

There are three types of tools:

Sharing

5

Content of this toolkit

1. Context Analysis

2. Value Chain Selection

3. Value Chain Analysis

4. Intervention Strategies

5. Monitoring & Evaluation

Downloads

6

Resources

Use

7

2. Why gender-sensitive value chain development?

Business arguments

Social Justice arguments

Poverty alleviation and food security arguments

8

Combining gender and value chain expertise

... if o e had the sa e a ess to those esou es

as men, they would produce 20-30 percent more food

... - FAO at Work 2010-2011

9

3. Concepts

3.1 Value Chain development

What is Value Chai

Why is value chain development important?

General strategies

10

A systemic view of value chains

Public interest in Value Chain development

11

Rise of Making Markets work for the Poor approach (M4P)

12

13

3.2 A gender lens; underlying concepts

1.

Chain empowerment matrix

14

The chain empowerment matrix:

2. Gender empowerment framework

15

Structure and agency

16

3. Four dimensions of gender empowerment in value chains

17

4. Strategies

The five strategies

18

Strategy 1: Mitigating resistance by building on tradition

Examples

Example 1. Professionalizing informal female chains (e.g. shea)

Example 2. From traditional responsibilities to new opportunities (e.g. livestock)

19

Example 3. Transforming systems through new roles for women (e.g. dairy)

20

E a ple 4. I pro i g o e s

position through green agriculture

21

Strategy 2: Creating space for women

1. Positioning and engaging women in male-dominated chains

22

2. Female entrepreneurship

23

24